The separation between theory and practice in organization development (OD) has widened over the years. This causes the field of OD to be susceptible to fads rather than having productive conversations with researchers about newideas that can be translated into new methods. This article identifies the following six areas of research with potential to create new practices in OD: virtual teams, conflict resolution, work group effectiveness, social network analysis, trust, and intractable conflict. Each area is described and its ease of application to practice assessed. Then, the process by which new methods have been adopted in the field over the past 15 years is reviewed. The article concludes with a discussion of the need to overcome the gap between the two separate worlds of research and practice in the interest of stimulating innovation.
Amabile, T. M., Patterson, C., Mueller, J., Wojcik, T., Odomirok, Marsh, M., et al. (2001). Academicpractitioner collaboration in management research: A case of cross-profession collaboration. Academy of Management Journal, 44, 418-431.
2.
Austin, J.,& Bartunek, J. (2003). Theories and practices of organization development. InW. Borman, D. Ilgen,& R. Klimoski (Eds.), Handbook of psychology: Vol. 12, industrial and organizational psychology(pp. 309-332). New York: John Wiley.
3.
Bazerman, M., & Neale, M. (1992). Negotiating rationally. New York: Free Press.
4.
Bruhn, J. G. (2001). Trust and the health of organizations. New York: Kluwer Academic/Plenum.
5.
Bunker, B. B., & Alban, B. (Eds.). (1992). Large group interventions [Special issue]. Journal of Applied Behavioral Science, 28(4).
6.
Bunker, B. B., & Alban, B. T. (1997). Large group interventions: Engaging the whole system for rapid change. San Francisco: Jossey-Bass.
7.
Coleman, P. (2000). Intractable conflict. In M. Deutsch & P. Coleman (Eds.), Handbook of conflict resolution(pp. 428-450). San Francisco: Jossey-Bass.
8.
Coleman, P. (2003). Characteristics of protracted, intractable conflict: Toward the development of a metaframework—I. Peace and Conflict: Journal of Peace Psychology, 9(1), 1-37.
9.
Cooperrider, D. L., & Srivastva, S. (1987). Appreciative inquiry in organizational life. InW. A. Pasmore & R. W. Woodman (Eds.), Research in organizational change and development(Vol. 1, pp. 129-169). Greenwich, CT: JAI.
10.
Cross, R., Baker, W.,& Parker, A. (2003). What creates energy in organizations?SloanManagement Review, 44(4), 51-57.
11.
Cross, R., Borgatti, S.,& Parker, A. (2002). Making invisiblework visible: Using social network analysis to support networks. California Management Review, 44(2), 25-46.
12.
Cross, R., Nohria, N., & Parker, A. (2002). Six myths about informal networks—And how to overcome them. Sloan Management Review, 43(3), 67-76.
13.
Cross, R., Parker, A., Prusak, L.,& Borgatti, S. (2001). Knowing what we know: Supporting knowledge creation in social networks. Organizational Dynamics, 3, 100-120.
14.
Dirks, K. (2003, August). Fundamental issues for studying trust. Paper presented at a workshop on trust, Academy of Management Meetings, Seattle, WA.
15.
Druckman, D. (1986). Stages, turning points and crises: Negotiating military base rights, Spain and the United States. Journal of Conflict Resolution, 30, 327-360.
16.
Duarte, D. L., & Snyder, N. T. (1999). Mastering virtual teams: Strategies, tools, and techniques that succeed. San Francisco: Jossey-Bass.
17.
Ferrin, D. (2003, August). Research on building trust. Paper presented at a workshop on trust, Academy of Management Meetings, Seattle, WA.
18.
Galford, R., & Drapeau, A. S. (2002). The trusted leader. New York: Free Press.
19.
Gibson, C. B., & Cohen, S. G. (Eds.). (2003). Virtual teams that work: Creating conditions for virtual team effectiveness. San Francisco: Jossey-Bass.
20.
Gladwell, M. (2000). The tipping point: Howlittle things can make a big difference. Boston: Little, Brown.
21.
Gray, B. (2003). Framing of environmental disputes. In R. Lewicki, B. Gray, & M. Elliott (Eds.), Making sense of intractable environmental disputes(pp. 11-34). Washington, DC: Island Press.
22.
Hackman, J. R. (1987). The design of work teams. In J. W. Lorsch (Ed.), The handbook of organizational behavior(pp. 315-342). Englewood Cliffs, NJ: Prentice Hall.
23.
Hackman, J. R. (Ed.). (1990). Groups that work (and those that don’t). San Francisco: Jossey-Bass.
24.
Hackman, J. R. (2002). Leading teams: Setting the stage for great performances. Boston: Harvard Business School Press.
25.
Hackman, J. R., & Wageman, R. (in press). A theory of team coaching. Academy of Management Review.
26.
Hackman, J. R., Wageman, R., Ruddy, T. M.,& Ray, C. R. (2000). Team effectiveness in theory and in practice. In C. Cooper& E. A. Locke (Eds.), Industrial and organizational psychology: Theory and practice(pp. 109-129). Oxford, UK: Basil Blackwell.
27.
Hastings, W., & Potter, R. (2003). Trust me: Developing a leadership style people will follow. Colorado Springs, CO.: Waterbrook Press.
28.
Honeyman, C. (2001, June). Proven vs. known: The gap between research findings and what is known in practice. Symposium presented at the International Association of Conflict Management Meetings, Paris.
29.
Honeyman, C., McAdoo, B.,& Welsh, N. (2001). Here there be monsters: At the edge of the map of conflict resolution. Retrieved April 15, 2004, from http://www.convenor.com/madison/monsters.pdf
30.
Johnson, B. (1997). Polarity management: Identifying and managing unsolvable problems. Amherst, MA: HRD Press.
31.
Kim, P. H., Ferrin, D. H., Cooper, C. D., & Dirks, K. T. (in press). Removing the shadow of suspicion: The effects of apology versus denial for repairing competence versus integrity based trust. Journal of Applied Psychology.
32.
Kolb, D., & Williams, J. (2002). The shadow negotiation. New York: Simon &Schuster.
33.
Korsgaard, M. A., Brodt, S. E.,& Whitener, E. M. (2002). Trust in the face of conflict: The role of managerial trustworthy behavior and organizational context. Journal of Applied Psychology, 87, 312-319.
34.
Kouzes, J., & Posner, B. (2003). Credibility. San Francisco: Jossey-Bass.
35.
Krackhardt, D., & Hanson, J. R. (1993). Informal networks: The company behind the chart. Harvard Business Review, 71, 104-111.
36.
Lane, C., & Bachmann, R. (1998). Trust within and between organizations. New York: Oxford University Press.
37.
Lewicki, R. J. (2003, August). Issues in trust repair. Paper presented at a workshop on trust, Academy of Management Meetings, Seattle, WA.
38.
Lewicki, R. J., Barry, B., Saunders, D., & Minton, J. (2003). Negotiation(4th ed.). Burr Ridge, IL: Irwin/ McGraw Hill.
39.
Lewicki, R. J., & Bunker, B. B. (1995). Trust in relationships: A model of trust development and decline. In B. B. Bunker& J. Z. Rubin (Eds.), Conflict, cooperation and justice: Atribute volume to Morton Deutsch(pp. 133-173). San Francisco: Jossey-Bass.
40.
Lewicki, R. J., & Bunker, B. B. (1996). Trust in relationships: A model of trust development and decline. In R. Kramer, & T. Tyler (Eds.), Trust in organizations(pp. 114-139). Thousand Oaks, CA: Sage.
41.
Lewicki, R. J., Gray, B., & Elliott, M. (Eds.). (2003). Making sense of intractable environmental conflicts: Frames and cases. Washington, DC: Island Press.
42.
Lewicki, R. J., McAllister, D., & Bies, R. H. (1998). Trust and distrust: New relationships and realities. Academy of Management Review, 23, 438-458.
43.
Ludema, J. D., Whitney, D., Mohr, B. J., & Griffin, T. J. (2003). The appreciative inquiry summit: A practitioner’s guide for leading large group change. San Francisco: Berrett-Koehler.
44.
Magruder-Watkins, J.,& Mohr, B. J. (2001). Appreciative inquiry: Change at the speed of imagination. San Francisco: Jossey-Bass.
45.
Mayer, R. C.,& Davis, J. H. (1999). The effect of the performance appraisal system on trust for management: A field quasi-experiment. Journal of Applied Psychology, 84, 123-136.
46.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1985). An integrative model of organizational trust. Academy of Management Review, 20, 709-734.
47.
McAllister, D. J. (1995). Affect and cognition-based trust as foundations for interpersonal cooperation in organizations. Academy of Management Journal, 38, 24-59.
48.
McLean, B., & Elkind, P. (2003). The smartest guys in the room. New York: Portfolio Books.
49.
Mnookin, R. H., & Susskind, L. E. (1999). Negotiating on behalf of others. Thousand Oaks, CA: Sage.
50.
Mohrman, S. A., Gibson, C. B., & Mohrman, A. M. (2001). Doing research that is useful to practice: A model and empirical exploration. Academy of Management Journal, 44, 357-375.
51.
Pfeffer, J., & Sutton, R. I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Boston: Harvard Business School Press.
52.
Porras, J. I.,& Robertson, P. J. (1987). Organization development theory: A typology and evaluation. In R. W. Woodman& W. A. Pasmore (Eds.), Research in organizational change and development(Vol. 1, pp. 1-57). Greenwich, CT: JAI.
53.
Pruitt, D. (1983). Achieving integrative agreements. In M. Bazerman& R. J. Lewicki (Eds.), Negotiating in organizations(pp. 35-50). Beverly Hills, CA: Sage.
54.
Pruitt, D. G. (1995). Process and outcome in community mediation. Negotiation Journal, 11, 365-377.
55.
Pruitt, D., & Carnevale, P. (1993). Negotiation in social conflict. Pacific Grove, CA: Brooks-Cole.
56.
Reynolds, L. (1997). The trust effect. London: Nicholas Brealey.
57.
Robinson, R. J., Lewicki, R. J., & Donahue, E. (2000). Extending and testing a five factor model of ethical and unethical bargaining tactics: The SINS scale. Journal of Organizational Behavior, 21, 649-664.
58.
Rynes, S. L., Brown, K. G.,& Colbert, A. E. (2002). Seven common misconceptions about human resource practices: Research findings versus practitioner beliefs. Academy ofManagement Executive, 16, 92-102.
59.
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday.
60.
Senge, P. M., Cambron-McCabe, N. H., Lucas, T., Kleiner, A., Dutton, J., & Smith, B. (2000). Schools that learn: A fifth discipline fieldbook for educators, parents, and everyone who cares about education. New York: Doubleday.
61.
Senge, P. M., Kleiner, A., Roberts, C., Roth, G., Ross, R., & Smith, B. (1999). The dance of change: The challenge of sustaining momentum in learning organizations. New York: Doubleday.
62.
Senge, P. M., Roberts, C., Ross, R. B., Smith, B. J.,& Kleiner, A. (1994). The fifth discipline fieldbook: Strategies and tools for building a learning organization. New York: Doubleday.
63.
Simons, T. (2002). Behavioral integrity: The perceived alignment between managers’words and deeds as a research focus. Organization Science, 13, 18-35.
64.
Stevenson, W. B., Bartunek, J. M.,& Borgatti, S. P. (2001, August). Structural autonomy and planned organizational change. In J. M. Bartunek (Chair), Social networks and planned organizational change. Symposium presented at the Annual Meeting of the Academy of Management, Washington, DC.
65.
Thompson, L. (2001). The mind and heart of the negotiator(2nd ed.). Englewood Cliffs, NJ: Prentice Hall.
66.
Toeffler, B. L. (2003). Final accounting. New York: Broadway Books.
67.
Tracy, D., & Morin, W. (2001). Truth, trust and the bottom line. Chicago: Dearborn Financial.
68.
Tuckman, B. W. (1965). Developmental sequences in small groups. Psychological Bulletin, 63, 384-399.
69.
Whitener, E. M. (2001). Do “high commitment”human resource practices affect employee commitment? A cross-level analysis using hierarchical linear modeling. Journal of Management, 27, 515-535.
